Some of our creative responses to our clients' requests are below. Click on the relevant title for how we did it. Email for a bespoke solution for your organisational needs.

The Client

US listed organisation: Medical Diagnostic Instruments

The Challenge

The organisation operates globally, providing medical diagnostic instruments on a sale/leasing/agent basis in different geographical areas. The margin varies according to the transaction and geographic location. The Commercial Team (Sales and Marketing) did not understand the financial implications of each 'deal' on the company. The greatest return can be achieved through 'sale' transactions in certain areas. Sales and Marketing were favouring leasing and agency transactions in 'easy' locations - the least profitable options.

Impronta's Solution

A. Workshop and training

  • Understanding of financial performance and the KPIs with expert Impronta Consultants
  • Business Simulation: A challenge to the delegates to improve the profitability of their organisation and present a strategy to their stakeholders. This was a Dragon's Den with Impronta Commercial coaches and the organisation's Directors.

B. Coaching and Review

  • After the training each delegate received one-to-one coaching based on their actual results in the six months period after the classroom work.
  • The access of classroom and coach interventions were measured against actual results in the six months period after the classroom work.
  • The key to the learning interventions was: ROI on classroom and coaching interventions. The result was a 30 per cent increase in net margin overall.

The Client

Gulf State Subsidiary of a top 5 US/UK listed organisation operating in Oil and Gas Downstream and Upstream

The Challenge

The Executive Board was multicultural and reporting to the local government (a joint venture shareholder). Board members needed to adopt holistic leadership techniques in a global environment, and to use visionary and coaching leadership styles to compete in the global environment both internally and externally  

Impronta's Solution

A. Assessment

The Executive board went through a psychometric and work-placed assessment. The following development points were identified:

  • Self-management
  • Strategic thinking  
  • Problem solving and decision making
  • Communication and presentation under pressure
  • Commercial management under budgetary constraints
  • Conflict management
  • Succession planning

B. Workshop and Training

  • The chosen environment was residential allowing for self reflection, other awareness and networking.
  • Training with coaching follow up for the Executive Team focussed on: self-management, team management and management of the organisation.
  • Practical case tidies addressed commercial, physical and emotional intelligence.
  • The environment for learning was residential and open to physical experiences in a physical environment allowing: self/other reflection and networking

C. Coaching and Review

  • After the training, each delegate received one-to-one coaching based on their actual results in the 6 months period after classroom intervention
  • The success of classroom and coach interventions were measured against actual results in the 6 months period post classroom training
  • The key to the learning interventions was: ROI on classroom and coaching interventions. Each division has seen a significant upward change in financial and non financial KPIs. 

The Client

Multinational pharma company

The Challenge

The Country Manager for a southern European coumpany had proudly built up his business from scratch with a young and inexperienced team. Over four years the team had grown exponentially and had gained huge successes with excellent team relationships and synergy. The Country Manager was a well loved leader, and saw himself as a 'father' to the team, which he nurtured. He had a leadership style that was unusual in the company in that he had a natural authenticity and was very inclusive. He also gained great results and had many fans among the senior management. However, so proud of his team was he, that he was reluctant to let them fly, to develop them in the way they deserved. At the same time his southern European background meant he could wear his emotions on his sleeve, which was uncomfortable for his peers in the EMEA team. He also found it more engaging to work with his own team than contribute to the EMEA at this senior level.

Impronta's Solution

A. Individual Coaching Programme 

• Our Impact Network personalised feedback programme developed an understanding of our client's impact on the rest of the EMEA management team when he showed his emotions too strongly; created awareness of his important role within this senior team as a generator of ideas; supported his desire to develop the talented members of his team so as to be able to delegate more responsibility

• Techniques to control emotional outbursts when triggered by frustrations (Emotional Intelligence)

• Support to develop the relationship with his boss who had a very different MBTI profile so that conversations became more productive and positive

B. Team Development Workshops

The first team day used MBTI as a structure to support better communication among team members and introducing the notion of staying ahead of the game when the team was already successul - sport psychology and future thinking.

• The second team day was fun and energetic and used Physical Intelligence as a structure to create awareness of the need for all team members to step up by creating solutions rather than waiting for instructions; and by working together to see an idea through to implementation.

C. Results and Review

Our client was promoted to run the Southern European Region. His newly honed leadership skills were recognised as encouraging and positive and after a very few weeks had already created excellent relationships with the leaders of other countries, working with them for organisational solutions and results.


CFO, European Telecomms. Company


David, a well thought of financial analyst and accountant, had worked for 10 years in the the UK, managing a European team virtually - which was the only position he had held in the company. Now with a major organisational reshuffle and expansion into Asia, seen as an extremely important market, he had been asked to head up a new business in China. He was not first choice for this post, but in the end was the most suitable person willing to relocate.  Despite his experience, David had not travelled widely, except to visit Europe once a year. He accepted the post with some trepidation, particularly as his wife and two sons were apprehensive. After three months, he was finding the work tough.


A. TIP (The International Profilor survey)

This profile focuses on the strengths required of executives operating internationally and finding themselves in a new and different environment.

David's profile showed he placed high emphasis (strengths) in the following areas:

1. Active listening (checking and clarifying, checking the meaning of statements and not making assumptions)

Further development of this strength: incporate open-ended questions and paraphrase in meetings when others appear to misunderstand or do not comprehend. Use his listening strengths to improve group performance and other's listening shortcomings.

2. Flexible judgement (avoids coming to quick and definitive conclusions about new people and new situations)

Further development of this strength: be especially aware in Chinese business that communication styles are very different. Be sure not to take offence when this becomes apparent, but to check understanding and meaning.

3. Reflected Awareness (conscious of how he comes across to others; in an intercultural context particularly sensitive to how his own ‘normal’ patterns of communication and behaviour are interpreted in the minds of international partners)

 Further development of this strength: Seek feedback from the new team on his performance and how he comes across to others in the team

David's TIP profile results showed he placed low emphasis on the following areas:

1. Resilience (Ready to try things out and risk making some mistakes in order to learn. Can overcome any embarrassment, criticism or negative feedback. Has an optimistic approach to life and tends to ‘bounce back’ when things go wrong)

 Resilience Development plan:

  • Because David was in some trepidation about his new job and was sensitive to the needs of his wife and family, this was considered an important trait to improve.
  • David determined to maintain high awareness of his behavioural traits to be "embarrassed" or "offended". He decided too to use his strong suits - reflected awareness and active listening to ensure objectivity and not to take things personally. He also found times when he had been more resilient so that he would have confidence that he could come through any difficult situation.

2. Coping (Able to deal with change and loss of personal control in unfamiliar situations. Remains calm under pressure, and has well- developed means of coping with stress)

 Coping Development plan:

  • Keep in touch with friends and relatives back in the UK through video internet.
  • Take action when aware he is stressed out; swim, join a golf club, play music - the activities he had enjoyed in the UK but felt he didn't have time for in China
  • Use anti-stress techniques regularly
  • Take time to enjoy Shanghai with his family
  • Join in with local ex-pat communities
  • Learn about the history of Shanghai
  • Learn the local language

 3. Sensitivity to Context (Recognizes where political power lies in organizations and understands how best to use this to achieve objectives. Puts energy into absorbing the different cultural contexts in which messages are sent and decisions are made)

 Sensitivity to Context Development plan:

  • David had lost touch with his European network which made him feel cut off. He decided to phone one or two people from his old network once a week to maintain an understanding of the organisation's current focus worldwide
  • Call in to area management telecomms more often to develop more global understanding
  • Focus on buiding relationships with his peers in other parts of Asia and sharing best practice

Coaching and Review

After eight months of coaching that included the work on his TIP profle, Emotional Intelligence review , improved teamwork, meeting practice and inspirational leadership for his new team, David was happily settled in post.  His wife and family had made connections for themselves and David was reconnected with his old peers in Europe and his new associates in Asia. The business clearly benefited and was beginning to thrive, to the great satisfactiont of Senior Managers.

David applied to join the organisation's new Senior Leadership programme in the following financial year and was accepted.


Marco, a structured and logical financial expert, had worked for this French company since the late 80s, since Albert, a young entrepreneur, started the company. To begin with, Marco worked closely with Albert, advising him and involving himself in every aspect of the company.  Marco felt they were friends. By the '90s, however, sales were rocketing and the company had to change and develop quickly. An HR department came into being, there were sales offices all over Europe, ideas were flowing fast, competition was everywhere.

Ten years later, Marco found himself completely distanced from Albert. He hardly saw him and if he did he felt no more important than any other employee.  Moreover, he felt ill equipped to deal with the new culture - one with a flat structure, a young workforce full of excitement and ideas that were welcomed by the newly formed Board, where Marco had not been invited to sit. On several occasions, younger, newer people were promoted over his head. He felt lost and betrayed by his old friend. The HR Manager noticed that his work was no longer of a high quality and, believing that he has a lot more to offer, offered him coaching as part of a coaching programmed for senior and middle managers. I was chosen to coach Marco.


A. The Confidence Boost

My feeling was that I needed to bring Marco's confidence levels back up, and quickly, as he was in danger of failing. I did this with a mixture of NLP and some confidence-building models, allowing Marco to remember his achievements, his strengths, his natural ability to be creative with figures - all in all to remember who he was, and what he had to offer. Gradually he pulled himself out of a negative viewpoint and started to feel positive about his future career in the company.

B. Secondment Plan

With the help of the HR Manager and the Financial Director, we devised a plan of action with a purpose. Over a period of two years, Marco was involved in a series of secondments and exchanges with other financial managers in different offices, thus giving him access to the wide variety of financial models used in the company.  The challenge to Marco at this time was to learn everything he could about how things were working now, and to advise on a way to standardise financial strategy, making it more efficient. Marco threw himself into this activity, learning, noting, strategising - he had a new lease of life. At first greeted with some suspicion as a 'spy' for the Board, gradually he made a reputation for himself and gained trust and cooperation wherever he went.

C. Creative Finance

Armed with some new ways of thinking, Marco now took a keen interest in offering a different perspective to his company.  I introduced him to a great book, The New CFOs, How Finance Teams and their Leaders can Revolutionise Modern Business (Mellon, Nagel et al) which he found helpful in organising his thoughts.


Marco wrote a report, based on his experience in these different offices and sent it to the Financial Director, who invited him to present his findings to the Board.  Within a very short time, on the retirement of the current Financial Director, he was sitting on the Board with Albert and offering the best of his learning to revolutionise the company's financial strategy.

'I've come home,' he said as we finished our coaching programme.



London based Architectural Practice: RMA 


Edwina Biucchi 


Following a successful workshop on presenting to clients in the spring, RMA wanted a follow-up session on time management for four partners and six associates, to allow them to:

  • work more productively
  • prioritise consistently
  • reduce their stress levels under pressure
  • delegate more effectively
  • focus and concentrate in a busy office 

This is a very engaged team, friendly, capable and willing to cooperate and discuss any topic in the public area but, as so often happens, time issues meant their discussions were around projects and they rarely addressed how they worked together. The workshop was their opportunity to take time out to do just that.



A. MBTI session

• Profiles revealed a proponderence of extraverted types (eight out of 10) over introverted types, unusual for an architectural practice. The team decided this contributed to their somewhat ‘noisy’, open plan office and led to a decision to address this issue to allow them to concentrate better.

• Nine out of 10 were judging types, with one sole ‘perceiver’, and eight out of ten ‘feeling’ types, again unusual for architects. Most importantly, as the founding partner was the only INTJ in this group, they agreed that, should this partner retire, there could potentially be a gap in the natural capability of the team around strategic analysis. They would therefore find a way as a team to step into the shoes of this partner. We workshopped the idea that whatever the profiles of the team members. it was awareness that made the difference between ignoring the potential issues and addressing them. This they would do by shadowing the founding partner and mindfully addressing the issue.

B. Time management session

Topics covered:

  • mental and physical signs of overload and addressing these
  • keeping a daily activity log to see how people spent their time
  • time management mistakes and how to overcome them
  • focus and concentrations
  • concentration and distractions
  • avoiding procrastination
  • to do lists and prioritising
  • the ‘urgent and important’ matrix
  • levels and steps of delegation and the positive benefits

The email issue

The knottiest problem was around phone calls and, particularly, emails. Most checked their email everytime one came in as they felt their clients would expect an immediate response to their questions.  At least some team membersdecided they would no longer do this and would instead check emails at particular times of the working day – in the morning, at lunchtime and before going home. They felt this would allow them to plan their days more efficiently. 

At the end of the session, everyone had an action point in several of the topics covered, and most felt that applying the principles in their home lives as well as at work would offer additional benefits.

To find out more about the work of RMA, see their website:

To find out about Impronta’s Team Coaching and Workshops, contact:



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The ROI for both company and individual is highly compelling. I am pleased to recommend Edwina to my colleagues and partners."
Group Strategy Advisor, Global Energy Company